Guide to Analytical Methods for Idea Generation and Targeted Innovation

I. Methods of Psychological Activation of Creativity and Idea Generation

II. Methods of Systematic Analysis and Directed Idea Search

These are convergent methods focused on systematic analysis, structured combination, transformation, and the progressive development of ideas

1. Reframing and Problem Re-definition

Techniques aimed at shifting perspective, overcoming psychological inertia, and uncovering the essential nature of the problem

1. Multiple Reformulations (Tudor Rickards, 1970s). A method of problem-solving through repeated redefinition of the initial task.
Principle of operation: the problem is reformulated in multiple ways—by shifting emphasis, terminology, or level of detail—opening new solution paths. Purpose: overcoming cognitive inertia and identifying unexpected approaches. Area of application: creative industries, design, engineering, and education. Type of thinking: analytical, divergent. Structure: medium—general principle fixed, but formulations flexible. Interaction: individual or group. Duration: 20–60 min. Innovativeness: high, as the method reveals new perspectives. Online implementation: possible (shared documents, digital platforms). Templates: rephrasing tables, guiding question lists.

2. The Method of Progressive Abstraction (Horst Geschka, 1970, 1983). A method of problem-solving through systematic progression from specific to more abstract categories.
Principle of operation: each step shifts the problem to a higher level of generalization, revealing fundamental principles and new directions. Purpose: broadening perception, moving beyond local descriptions, and uncovering new strategies. Area of application: engineering, design, strategic planning, education. Type of thinking: systemic, analytical, divergent. Structure: medium—principle fixed, depth of abstraction variable. Interaction: individual or group. Duration: 30–90 min. Innovativeness: high, as it uncovers hidden opportunities. Online implementation: possible (mind maps, digital diagrams). Templates: abstraction matrices, hierarchical schemes.

3. Reframing Matrix (Michael Morgan, 1993). A method of analyzing a problem by shifting perspectives and contexts.
Principle of operation: the problem is examined across dimensions—temporal (past/future), role-based (client, competitor, partner), and scale (local/global)—to reframe understanding. Purpose: breaking habitual thinking patterns and discovering new solutions. Area of application: business, management, design, strategic planning. Type of thinking: analytical, divergent. Structure: medium—categories predefined, content open. Interaction: individual or group. Duration: 30–90 min. Innovativeness: high, as it alters the frame of reference. Online implementation: possible (digital boards, matrices, interactive platforms). Templates: reframing matrices, role/perspective checklists.

2. Logical-structural approach to creative problem solving

Methods of analysis, decomposition, and structuring of tasks to find solutions.
1. Force Field Analysis (Kurt Lewin, 1943). A method for identifying and evaluating forces that support or hinder change.
Principle of operation: construction of a map of “driving” and “restraining” forces, followed by analysis of their impact on the system. Purpose: decision-making during change and effect forecasting. Area of application: psychology, management, organizational change, strategic planning. Type of thinking: systemic, analytical. Structure: medium — fixed scheme with the possibility of adding elements. Interaction: individual or group. Duration: 30–90 minutes. Innovativeness: medium, but effective for process visualization. Online implementation: possible (digital boards, diagrams). Templates: force diagrams, influence maps.

2. Cause-and-Effect Analysis (Ishikawa Diagram, Kaoru Ishikawa, 1968). A method of structured identification of problem causes by categories (5M: people, equipment, materials, methods, environment).
Principle of operation: construction of a “fishbone” diagram with fixed causes and interconnections. Purpose: identification of root causes of problems and prevention of defects. Area of application: manufacturing, quality management, design, engineering. Type of thinking: analytical, systemic. Structure: high — fixed scheme. Interaction: individual or group. Duration: 30–60 minutes. Innovativeness: medium. Online implementation: possible (digital diagrams, online tools). Templates: fishbone diagrams, category schemes.

3. Boundary Examination Method (Tudor Rickards, 1974). A method of identifying system or problem boundaries to define possibilities and limitations.
Principle of operation: analysis of frames and exclusions, search for extension points and constraints. Purpose: structuring the problem and opening new directions for exploration. Area of application: systems thinking, engineering, design, R&D. Type of thinking: analytical, systemic. Structure: medium — flexible boundary setting. Interaction: individual or group. Duration: 20–60 minutes. Innovativeness: high for discovering new solutions. Online implementation: possible (digital schemes, system maps). Templates: system diagrams, boundary schemes.

4. Collapsible Matrices Method (Herbert Simon, 1960s). A method of decision-making through the construction of matrices of alternatives and criteria with foldable structures. Principle of operation: definition of criteria, fixing alternatives, building a matrix, and evaluating options. Purpose: simplifying analysis and structured comparison of solutions. Area of application: management, engineering, operations research, design. Type of thinking: analytical, systemic. Structure: high — fixed stages. Interaction: individual or group. Duration: 60–120 minutes. Innovativeness: medium. Online implementation: possible (spreadsheets, digital matrices). Templates: evaluation matrices, foldable tables.

5. Delphi Method (Olaf Helmer, Norman Dalkey, 1950s). An expert evaluation method with anonymous surveys and iterations to reach consensus. Principle of operation: collection of expert opinions, feedback, repeated rounds until a shared decision is reached. Purpose: forecasting, identifying optimal solutions, reducing subjectivity. Area of application: science, technology, management, strategic planning. Type of thinking: analytical, collective. Structure: high — sequential rounds. Interaction: group (experts). Duration: several days or weeks. Innovativeness: high for expert evaluation. Online implementation: possible (questionnaires, collaborative platforms). Templates: Delphi forms, surveys, response-processing matrices.

6. Defect List (mid-20th century). A method of identifying problems and deficiencies in processes or products. Principle of operation: compilation of a list of defects, analysis of their causes, and generation of improvement ideas. Purpose: stimulating improvements and eliminating problems as a source of new solutions. Area of application: manufacturing, engineering, quality management, creative sessions. Type of thinking: analytical, divergent. Structure: medium — fixed list with variable analysis. Interaction: individual or group. Duration: 20–60 minutes. Innovativeness: medium. Online implementation: possible (spreadsheets, digital lists). Templates: defect forms, analysis checklists.

3. Methods of Analysis, Transformation, and Idea Search

Systematic approaches to investigation, combination, transformation, and the development of innovative solutions.

3.1. Parameterization and New Idea Creation
Methods for identifying and varying object parameters and characteristics
1. Attribute Listing (Robert P. Crawford, 1931, 1954). A method of generating ideas by breaking down an object or problem into separate attributes and analyzing each individually.
Principle of operation: enumeration of properties or characteristics, exploration of modifications or new combinations. Purpose: stimulation of novel ideas through detailed analysis of elements. Area of application: engineering, design, creative industries, education. Type of thinking: analytical, divergent. Structure: medium — fixed list structure with flexible interpretation of attributes. Interaction: individual or group. Duration: 20–60 min. Innovativeness: high — facilitates unconventional solutions. Online implementation: feasible (digital lists, tables, interactive boards). Templates: attribute tables, characteristic cards.

2. Attribute Association Method (Robert P. Crawford, A. Van Gundy, 1981). A method of combining attributes of an object or process to generate unexpected solutions.
Principle of operation: creation of associative links between characteristics and generation of new combinations. Purpose: stimulation of creativity through unusual property combinations. Area of application: product design, engineering, innovation, marketing. Type of thinking: associative, divergent. Structure: medium — fixed attributes, free recombination. Interaction: individual or group. Duration: 30–90 min. Innovativeness: high. Online implementation: feasible (digital tables, whiteboards). Templates: attribute matrices, association maps.

3. Component Detailing Method (Erich Waeikin, late 1950s). A method of decomposing a complex object into components and analyzing each in detail. Principle of operation: step-by-step study of components to identify potential modifications and improvements. Purpose: idea generation through focused analysis of system parts. Area of application: engineering, design, production, system development. Type of thinking: analytical, divergent. Structure: medium — fixed components, flexible ideation. Interaction: individual or group. Duration: 20–60 min. Innovativeness: high — promotes unconventional ideas via detailed breakdown. Online implementation: feasible (digital schemes, interactive boards). Templates: component tables, decomposition diagrams.

3.2. Combinatorial Methods
Methods of combining diverse elements and ideas.
1. Morphological Analysis (Fritz Zwicky, 1942). A systematic method of combining parameters of an object or problem to identify new solutions.
Principle of operation: decomposition into independent parameters and creation of all possible combinations. Purpose: generation of maximum solution variants and identification of innovations. Area of application: engineering, design, research, system development. Type of thinking: analytical, combinatorial, divergent. Structure: high — fixed parameters, systematic combinations. Interaction: individual or group. Duration: 60–180 min. Innovativeness: very high. Online implementation: feasible (matrices, spreadsheets, platforms like Miro). Templates: morphological tables, combinatorial matrices.

2. Idea Matrix / Combinatorial Matrices (Fritz Zwicky, 1942). A simplified form of morphological analysis, emphasizing category intersections and new combinations.
Principle of operation: creation of category tables and systematic crossing of elements. Purpose: stimulation of creative thinking through heterogeneous combinations. Area of application: design, engineering, marketing, innovation. Type of thinking: combinatorial, analytical, divergent. Structure: medium — fixed categories with flexible combinations. Interaction: individual or group. Duration: 30–90 min. Innovativeness: high. Online implementation: feasible (digital tables, interactive boards). Templates: category tables, combination matrices.

3. Morphological Forced Connections (Don Koberg, Jim Bagnall, 1970s). A method of systematically combining elements from different categories to generate new ideas. Principle of operation: selection of elements from unrelated areas and forced integration. Purpose: stimulation of unconventional solutions and creative synergies. Area of application: design, engineering, innovation, marketing. Type of thinking: combinatorial, divergent. Structure: medium — fixed elements with free recombination. Interaction: individual or group. Duration: 30–60 min. Innovativeness: high. Online implementation: feasible (digital tables, Miro, MURAL). Templates: combination maps, forced-connection tables.

4. Focal Objects Method (Charles Whiting, 1963). A method of idea generation by combining features of a random or selected “focal” object with a problem.
Principle of operation: choosing an object, extracting its features, applying them to the target problem. Purpose: stimulation of new ideas via property transfer. Area of application: design, engineering, creative industries, marketing. Type of thinking: associative, divergent. Structure: medium — fixed object, flexible application. Interaction: individual or group. Duration: 20–60 min. Innovativeness: high. Online implementation: feasible (digital tables, object maps). Templates: focal object maps, feature lists.

5. Forced Pairing Technique (Edward de Bono, 1970s). A method of systematically combining incompatible objects or ideas to generate solutions. Principle of operation: selection of two random elements and exploration of possible integrations. Purpose: stimulation of original and unconventional thinking. Area of application: design, marketing, creative industries, innovation. Type of thinking: associative, divergent. Structure: medium — random pairs with flexible combinations. Interaction: individual or group. Duration: 15–45 min. Innovativeness: high. Online implementation: feasible (digital whiteboards, random generators). Templates: object-pair tables, interactive combination maps.

3.3. Transformational Methods
Approaches involving the transformation, restructuring, or modification of objects and tasks.
1. SCAMPER (Bob Eberle, 1971). A method of systematically modifying an object or idea using seven operations: Substitute, Combine, Adapt, Modify, Put to other use, Eliminate, Rearrange.
Principle of operation: stepwise application of transformations to reveal new possibilities. Purpose: improvement of products, processes, and ideas while stimulating creative thought. Area of application: design, engineering, marketing, innovation, education. Type of thinking: analytical, divergent, combinatorial. Structure: medium — fixed operations with flexible application. Interaction: individual or group. Duration: 30–90 min. Innovativeness: high. Online implementation: feasible (digital templates, boards). Templates: SCAMPER tables, operation checklists.

2. Osborn’s Checklist (Alex Osborn, 1953). A structured list of questions for transforming ideas: “What can be substituted?”, “What enlarged or reduced?”, “What combined?”, etc.
Principle of operation: systematic application of transformation questions to generate alternatives. Purpose: stimulation of creativity and structured ideation. Area of application: business, design, education, innovation. Type of thinking: analytical, divergent. Structure: high — fixed question list. Interaction: individual or group. Duration: 20–60 min. Innovativeness: medium — highly effective for training and systematic practice. Online implementation: feasible (digital forms, collaborative boards). Templates: question tables, interactive checklists.

3. Transform (Jordan Ayan, Dina Berg, 1997). A method of restructuring ideas through transformation of their logic or structure, e.g., turning linear processes into cyclic ones. Principle of operation: application of cognitive transformations to uncover novel solutions. Purpose: stimulation of unconventional approaches, improvement of prototypes and processes. Area of application: design, engineering, prototyping, business processes. Type of thinking: analytical, divergent, systemic. Structure: medium — fixed logic of transformation with free implementation. Interaction: individual or group. Duration: 30–90 min. Innovativeness: high. Online implementation: feasible (digital schemes, process maps). Templates: transformation diagrams, process charts.

4. Mental Collage (20th century). A method of freely combining disparate images, ideas, and concepts into new solutions.
Principle of operation: integration of visual and conceptual fragments to form new connections. Purpose: generation of original concepts and stimulation of associative creativity. Area of application: branding, advertising, art, design, education. Type of thinking: visual, associative, divergent. Structure: low — free element combination. Interaction: individual or group. Duration: 20–60 min. Innovativeness: very high. Online implementation: feasible (digital collages, Miro/Mural boards). Templates: moodboards, visual sets, collage templates.

3.4. Methods of Inversion and Contrast Enhancement
Approaches based on the pursuit of solutions through opposites and contrasts.
1. Problem Inversion / Reversal Method (Charles Thompson, Edward de Bono, 1960s–1970s). A method of idea generation by reversing the original problem: “What if we did the opposite?”.
Principle of operation: formulation of the inverse problem, idea generation, and re-translation to the original challenge. Purpose: overcoming conventional thinking and revealing hidden opportunities. Area of application: design, innovation, business, education. Type of thinking: divergent, analytical, associative. Structure: medium — fixed reversal logic. Interaction: individual or group. Duration: 20–60 min. Innovativeness: high. Online implementation: feasible (digital boards, collaborative platforms). Templates: reversal schemes, inversion tables.

2. Difference Amplification Method (David Braybrooke, Charles Lindblom, 1960s). A method of idea generation by accentuating and exaggerating differences between objects, options, or properties.
Principle of operation: identification of contrasts, amplification, and exploration of new combinations. Purpose: stimulation of originality and identification of unique features. Area of application: design, marketing, creative industries, innovation. Type of thinking: divergent, associative. Structure: medium — fixed strategy of contrast enhancement with flexible application. Interaction: individual or group. Duration: 20–60 min. Innovativeness: high. Online implementation: feasible (contrast tables, digital boards). Templates: contrast maps, difference tables.

4. Algorithmic Methods of Analysis and Solution Search

Rigorous, step-by-step procedures and algorithms that guide the thought process in addressing specific classes of problems

4.1. Systemic, Algorithmic Methods of Creative Problem Solving
Techniques for identifying and resolving systemic contradictions based on laws of system development, leading to optimal solutions
1. TRIZ — Theory of Inventive Problem Solving (Genrich Altshuller, 1946). A method of systematic search for innovative solutions through the identification and elimination of technical contradictions, based on the analysis of thousands of patents and patterns of invention.
Principle of operation: identification of contradictions, application of universal principles and algorithms to achieve the ideal final result. Purpose: generation of breakthrough technical ideas and overcoming functional fixedness. Area of application: engineering, industrial design, R&D, innovation. Type of thinking: systemic, analytical, creative. Structure: high — through TRIZ principles and algorithms. Interaction: individual or group. Duration: 90–180 minutes (full problem-solving session). Innovativeness: very high. Online implementation: possible (digital boards, visualizations, diagrams). Templates: contradiction tables, 40 principles matrices, ARIZ schemes.

A) TRIZ Contradiction Resolution Techniques (G. S. Altshuller, 1950–1960s). A method of applying 40 universal strategies to resolve technical contradictions without compromise.
Principle of operation: selection of a technique depending on the type of contradiction and problem conditions. Purpose: to find nonstandard solutions and improve a system without loss of other functions. Area of application: engineering, design, invention, innovation. Type of thinking: systemic, analytical. Structure: high — fixed set of techniques. Interaction: individual or group. Duration: 30–120 minutes. Innovativeness: very high. Online implementation: possible (digital matrices and templates). Templates: contradiction tables, principle maps.

B) ARIZ — Algorithm for Inventive Problem Solving (G. S. Altshuller, 1960s). A step-by-step algorithm for finding the optimal solution to a complex technical problem.
Principle of operation: analysis of the initial situation, identification of contradictions, formulation of the ideal final result, selection of principles and solution methods. Purpose: structured search for innovative solutions. Area of application: engineering, industrial design, high-tech development. Type of thinking: systemic, analytical, creative. Structure: high — sequential steps. Interaction: individual or group. Duration: 90–180 minutes. Innovativeness: very high. Online implementation: possible (digital schemes, interactive matrices). Templates: ARIZ flowcharts, contradiction analysis matrices.

C) System Operator (“9 Windows”) method of systems thinking (G. S. Altshuller, 1970s). A tool for analyzing problems within nine interconnected “windows,” reflecting three system levels (subsystem, system, supersystem) and three temporal dimensions (past, present, future).
Principle of operation: constructing a 3×3 matrix in which the object is examined both within a temporal hierarchy and systemic relationships, enabling the identification of resources, trends, and new directions for development. Purpose: to provide a comprehensive view of the problem and to discover promising solutions by broadening the scope of analysis. Application areas: engineering, project management, organizational development, strategic planning. Type of thinking: systemic, prognostic, creative. Degree of structuring: medium — the matrix structure is fixed, but the content can be freely filled. Mode of interaction: individual or group. Time required: 30–90 minutes. Innovativeness: high — generates unconventional solutions by shifting the boundaries of thinking. Online use: possible (tables, digital maps, Miro, Mural boards). Templates: “9 Windows” matrix, diagrams of systemic levels across time.

3. Functional Value Analysis (FVA) (Lawrence Miles, 1947). A method of optimizing a product or process through the evaluation of functions and costs. Principle of operation: identification of functions, analysis of their value and cost, search for ways to reduce expenses without loss of utility. Purpose: improving efficiency, reducing costs, enhancing quality. Area of application: engineering, manufacturing, business, project management. Type of thinking: analytical, systemic. Structure: high — fixed stages of analysis. Interaction: individual or group. Duration: 60–180 minutes. Innovativeness: medium, but effective for process rationalization. Online implementation: possible (spreadsheets, function maps). Templates: function–cost tables, analysis matrices.

4.2. Checklist Questioning Techniques
The systematic use of questions, analytical procedures, and heuristics to identify new directions, combining convergence, analysis, and divergence.
1. Kipling Method (5W1H) (Rudyard Kipling, 1902). A method of structuring thought through six fundamental questions: What, Why, When, Where, Who, How.
Principle of operation: systematic dissection of a task across its key aspects, revealing hidden connections. Purpose: achieving a holistic understanding and clarifying the problem definition. Area of application: journalism, management, marketing, and business analysis. Type of thinking: analytical, systemic. Structure: high—fixed set of questions. Interaction: individual or group. Duration: 20–60 min. Innovativeness: medium—clarifies more than it surprises. Online implementation: easy (surveys, chats, shared boards). Templates: 5W1H tables, question schemes, checklists.

2. Method of Guiding Questions (George Pólya, 1945). A method of logical problem analysis through a structured set of questions.
Principle of operation: four steps—understanding the problem, devising a plan, executing the plan, verifying the result. Purpose: developing structured approaches and analytical thinking. Area of application: education, mathematics, science. Type of thinking: analytical, sequential. Structure: high—clear step sequence. Interaction: individual or small groups. Duration: 15 min to several hours. Innovativeness: medium—enhances structured reasoning, but limited to logic. Online implementation: feasible via interactive exercises. Templates: worksheets, step-by-step guides.

3. Checklist of Questions (Alex Osborn, 1953). A method for stimulating creativity through structured prompts to modify or transform ideas.
Principle of operation: A structured set of prompts designed to spark ideas during brainstorming
Purpose: generating new ideas by restructuring existing ones. Area of application: business, design, marketing, innovation. Type of thinking: generative, associative. Structure: medium—questions structured, answers open-ended. Interaction: individual or group. Duration: 30–90 min. Innovativeness: high—frequently produces unexpected ideas. Online implementation: effective in brainstorming and digital mind mapping. Templates: SCAMPER matrices, question lists.

4. Extended Question Checklist (Tim Eiloart, 1969). A method of generating perspectives through a broad set of universal questions.
Principle of operation: systematic exploration via prompts such as “What if…?”, “What are the consequences?”, “What could be changed?”. Purpose: expanding the idea space and revealing hidden opportunities. Area of application: management, engineering, education. Type of thinking: divergent, problem-oriented. Structure: medium—fixed questions with flexible answers. Interaction: individual or group. Duration: 30–60 min. Innovativeness: above medium—stimulates associative thinking. Online implementation: possible (collaborative templates). Templates: checklists, analytical tables.

5. Creative Guiding Questions (1960s). A heuristic method of redirecting focus through systematic questioning.
Principle of operation: shifting attention to different aspects of the task via universal prompts. Purpose: stimulating creative search and overcoming mental barriers. Area of application: business, engineering, education, consulting. Type of thinking: divergent, heuristic. Structure: medium—questions guide but do not limit. Interaction: individual or group. Duration: 20–60 min. Innovativeness: medium–high—often opens new avenues of inquiry. Online implementation: easy to integrate into surveys or digital boards. Templates: universal question sets, idea maps.

6. Five Whys Method (Sakichi Toyoda, 1930s). A root cause analysis method based on asking “Why?” five consecutive times.
Principle of operation: each answer reveals a deeper level of causation, moving from symptom to root cause. Purpose: eliminating fundamental problems and improving solution quality. Area of application: manufacturing, management, Lean practices, project management. Type of thinking: analytical, causal. Structure: high—clear logical sequence, with flexible iterations. Interaction: individual or group. Duration: 10–30 min. Innovativeness: medium—enhances clarity, though not designed for idea generation. Online implementation: applicable through tables and diagrams. Templates: “5 Whys” schemes, fishbone diagrams.

III. Methods of Creative Design, Implementation, and Problem Solving

These methods are oriented toward the realization of ideas and the evaluation of their practical viability.

1. Modelling, Creative Action, and Problem Solving

Approaches designed to create simplified models, test and implement them, and generate solutions to complex challenges.

1.1. Modelling
The construction of simplified solution models for exploring structures, assumptions, and risks without incurring the costs of full implementation
1. System Modeling (Systems Thinking). A method for constructing causal loop diagrams to reveal the dynamics of processes and interactions in complex systems.
Principle of operation: building a map of interconnections, analyzing leverage points, and identifying systemic solutions. Purpose: achieving a holistic understanding, revealing hidden relationships, and creating sustainable strategies. Area of application: management, business modeling, education, ecology. Type of thinking: systemic, analytical. Structure: medium — structured diagrams with flexible interpretation. Interaction: individual or group. Duration: 40–90 min. Innovativeness: high. Online implementation: possible (digital whiteboards, diagramming tools). Templates: connection maps, causal loop diagrams.

2. Scenario Modeling. A method for constructing “what if…” scenarios to forecast developments and support decision-making under uncertainty.
Principle of operation: formulating alternative scenarios, analyzing consequences, and selecting optimal trajectories. Purpose: anticipating risks, preparing for unexpected outcomes, shaping strategies. Area of application: business, politics, risk management, innovation. Type of thinking: analytical, systemic. Structure: medium — fixed scenario logic, flexible outcomes. Interaction: individual or group. Duration: 30–90 min. Innovativeness: high. Online implementation: possible (scenario boards, diagrams). Templates: scenario maps, tables of alternatives.

3. Storytelling. A method for presenting solutions and ideas through engaging narratives that convey meaning emotionally.
Principle of operation: constructing a narrative with characters, conflict, development, and resolution. Purpose: amplifying the impact of ideas, building trust, and eliciting emotional engagement. Area of application: marketing, communication, education, presentations. Type of thinking: narrative, associative. Structure: medium — fixed story arc, creative content. Interaction: individual or group. Duration: 20–60 min. Innovativeness: high. Online implementation: possible (visual presentations, digital storytelling platforms). Templates: story maps, narrative scripts.

4. Game-Based Modeling (Gamification, Serious Games). A method using game mechanics and simulations to model processes and learning.
Principle of operation: creating a game scenario and engaging participants in problem-solving through roles and rules. Purpose: increasing motivation, generating unconventional solutions, learning through action. Area of application: education, management, teamwork, strategy development. Type of thinking: experiential, systemic. Structure: medium — fixed game mechanics, flexible strategies. Interaction: mainly group. Duration: 40–120 min. Innovativeness: very high. Online implementation: possible (game platforms, digital simulations). Templates: game scenarios, task maps.

5. Computer Modeling and Simulations. A method for building digital prototypes, 3D models, and VR/AR simulations to test ideas and predict outcomes.
Principle of operation: creating interactive models, running simulations, and analyzing results. Purpose: reducing risks, validating ideas before implementation, accelerating design. Area of application: engineering, architecture, medicine, education, science. Type of thinking: systemic, analytical. Structure: high — precise modeling environments. Interaction: individual or group. Duration: from 1 hour to several days. Innovativeness: very high. Online implementation: possible (VR/AR platforms, simulators). Templates: digital models, interactive simulations.

6. Gantt Chart (Henry Gantt, 1910s). A visual project management tool showing task timelines and progress.
Principle of operation: dividing projects into tasks, assigning deadlines, tracking progress. Purpose: organizing work, managing resources, ensuring transparency. Area of application: project management, planning, teamwork. Type of thinking: analytical, organizational. Structure: high — fixed time/task visualization. Interaction: individual or team. Duration: from 30 min to prepare. Innovativeness: medium. Online implementation: possible (Trello, MS Project, Notion, Miro). Templates: timelines, task charts.

1.2. Prototyping
The rapid, low-cost development of working prototypes to test critical hypotheses
1. Minimum Viable Product (MVP) (Eric Ries, 2008). A method of product development with the smallest set of features sufficient for testing an idea with a target audience and collecting feedback.
Principle of operation: creating a simplified product version, releasing it to users, analyzing feedback, and iterating improvements. Purpose: minimizing time and resource costs, validating hypotheses, adapting to user needs. Area of application: startups, software development, product design, innovation. Type of thinking: iterative, practical. Structure: medium — minimal features with flexible adaptation. Interaction: team-based. Duration: from 1 week to several months. Innovativeness: very high. Online implementation: possible (project management tools: Jira, Trello; prototyping: Figma, InVision). Templates: feature checklists, user stories, Lean Canvas.

2. High-Fidelity Prototyping. A method for creating detailed digital or physical prototypes close to the final product.
Principle of operation: building interactive models to test design, functionality, and usability using tools like Figma, Adobe XD, CAD, 3D printing, VR/AR. Purpose: detecting flaws, testing user experience, refining requirements before launch. Area of application: UI/UX design, industrial design, software development, manufacturing, AR/VR. Type of thinking: analytical, practical. Structure: high — detailed modeling. Interaction: team-based. Duration: from 2 days to weeks. Innovativeness: high. Online implementation: possible (digital prototyping platforms, VR/AR). Templates: interactive mockups, 3D models, user interaction scenarios.

3. Wireframing. A method for designing digital products through schematic interface layouts focusing on structure and functionality without detailed design.
Principle of operation: visualizing interface skeletons to define element placement, navigation, and logic. Purpose: aligning interface concepts early, improving communication between designers, developers, and stakeholders. Area of application: UI/UX design, web and mobile app development. Type of thinking: structural, visual. Structure: medium — skeletal layouts. Interaction: individual or group. Duration: 1–5 hours (simple) to 2 days (complex). Innovativeness: medium. Online implementation: possible (Figma, Balsamiq, Miro, Sketch). Templates: wireframes, flowcharts, user journey maps.

1.3. Testing
Systematic evaluation of ideas, hypotheses, and solutions with users and data
1. Usability Testing. A method for evaluating a product by observing users interacting with prototypes or final versions.
Principle of operation: users perform tasks, researchers record actions, problems, and feedback to identify flaws. Purpose: improving user experience and product effectiveness. Area of application: UI/UX, software, web/mobile apps, product design. Type of thinking: analytical, user-centered. Structure: medium — structured tasks with flexible outcomes. Interaction: individual with researcher or group-based. Duration: 1–3 hours per session plus preparation. Innovativeness: high. Online implementation: possible (Lookback, UserTesting, Zoom, Figma). Templates: test scripts, feedback forms, experience maps.

2. Iterative Testing. A “build–measure–learn” method based on cyclic creation, testing, and improvement.
Principle of operation: developing successive versions, testing with users, analyzing results, and implementing changes. Purpose: reducing risks, adapting to user needs, speeding development. Area of application: startups, software, product design, innovation. Type of thinking: iterative, analytical. Structure: high — fixed cycles. Interaction: team-based. Duration: 1 week to months per cycle. Innovativeness: very high. Online implementation: possible (Jira, Trello, analytics tools). Templates: Lean Canvas, performance metrics, user stories.

3. A/B Testing. A method for comparing two versions (A and B) of a product or element to determine which performs better. Principle of operation: splitting users into groups, showing different versions, analyzing metrics like conversion or engagement. Purpose: optimizing products with data, improving effectiveness. Area of application: marketing, UI/UX, web and mobile apps, e-commerce. Type of thinking: analytical, experimental. Structure: high — controlled comparisons. Interaction: group-based. Duration: days to weeks. Innovativeness: high. Online implementation: possible (Google Optimize, Optimizely, VWO). Templates: hypothesis sheets, metrics tables, result reports.

1.4. Creative Action
Experimental implementation of ideas in real contexts with on-the-fly adaptation
1. Edison Method / Trial and Error (Thomas Edison, late 19th century). A creativity method based on multiple attempts and sequential elimination of failures.
Principle of operation: testing hypotheses step by step, recording errors, correcting them, moving closer to optimal results. Purpose: finding practical solutions through accumulated experience. Area of application: engineering, entrepreneurship, invention, learning. Type of thinking: empirical, experimental. Structure: low. Interaction: individual or team. Duration: minutes to years. Innovativeness: high with persistence. Online implementation: possible (simulations, prototyping). Templates: experiment logs, error trackers, product versions.

2. Rapid Experiments. A creativity method based on instant real-world testing with minimal resources.
Principle of operation: quickly building simple models, testing immediately, gathering feedback. Purpose: fast hypothesis validation, filtering viable ideas. Area of application: startups, marketing, product design, communication. Type of thinking: practical, empirical. Structure: medium — idea–test–analyze cycles. Interaction: individual or group. Duration: 5–60 min. Innovativeness: very high. Online implementation: easy (polls, quick prototypes, digital tests). Templates: A/B tests, MVPs, feedback forms.

3. Action Research. A method combining research and practice, where new knowledge arises directly through action.
Principle of operation: posing a question → experimenting in real situations → collecting data → reflection → new action cycles. Purpose: co-creating solutions with participant involvement. Area of application: education, sociology, management, urban planning. Type of thinking: reflective, collective. Structure: high — cyclic methodology. Interaction: group. Duration: hours to months. Innovativeness: high, especially for social systems. Online implementation: effective (whiteboards, online workshops, surveys). Templates: cycle diagrams, observation logs, collective reports.

4. Do–Think–Do. A creativity method alternating impulsive action with reflection.
Principle of operation: starting action without waiting for perfect planning → analyzing interim results → resuming action with adjustments. Purpose: overcoming procrastination, moving ideas into practice. Area of application: entrepreneurship, design, education, self-development. Type of thinking: practical, adaptive. Structure: medium — cyclic. Interaction: individual or group. Duration: 30–90 min per cycle. Innovativeness: high. Online implementation: well-suited for project sprints. Templates: action checklists, iteration maps, progress trackers.

5. Iterations. A creativity method where a product is created not in its final form but through short cycles of incremental improvement.
Principle of operation: prototype → test → analyze → adjust → repeat. Purpose: reaching optimal results while minimizing risks. Area of application: programming, design, project management. Type of thinking: systemic, stepwise. Structure: high — iterative cycles. Interaction: individual or team. Duration: days to weeks per cycle. Innovativeness: high over long-term. Online implementation: widely applied (Agile tools). Templates: Scrum boards, Kanban, product versions.

6. Impulsive Creativity. A creativity method where action precedes planning, and strategy emerges on the move.
Principle of operation: instant decision-making, relying on intuition, adjusting along the way. Purpose: harnessing momentum and generating fresh solutions. Area of application: art, advertising, startups, daily life. Type of thinking: intuitive, situational. Structure: none. Interaction: individual or group. Duration: seconds to hours. Innovativeness: extremely high but risky. Online implementation: possible (chats, streams, online brainstorming). Templates: impromptu notes, sketches, idea streams.

2. Integrative Problem-Solving Methods

Comprehensive approaches combining various techniques to solve complex creative problems

2.1. Classic Creative Problem-Solving Methods
Methods forming the foundation of modern creative practices, characterized by staged processes and a balance of analysis and idea generation
1. Osborn–Parnes Creative Problem-Solving Model (Alex Osborn, Sidney Parnes, 1950s). A systematic problem-solving method moving through sequential stages: problem finding, fact gathering, problem definition, idea generation, solution selection, and action planning.
Principle of operation: step-by-step structuring of the process from task identification to implementation. Purpose: increasing the efficiency of finding solutions and structuring the creative process. Area of application: business, education, engineering, design. Type of thinking: analytical and divergent. Structure: high — fixed stages. Interaction: individual or group. Duration: 60–180 min or more depending on task complexity. Innovativeness: medium — combines systematization with creativity. Online implementation: possible (digital whiteboards, shared documents). Templates: stage diagrams, checklists for each step.

2. CPS — Creative Problem Solving (Min Basadur, Ruth Firestien, 1960s–1970s). A problem-solving method using an extended cycle: problem finding, data analysis, problem definition, idea generation, solution evaluation, planning, team involvement, and implementation.
Principle of operation: structured separation of divergent and convergent thinking phases. Purpose: systematic problem solving, idea generation and selection, and solution implementation. Area of application: business, project management, education, innovation processes. Type of thinking: divergent and convergent. Structure: high — fixed stages with adaptive flexibility. Interaction: individual or group. Duration: 90–240 min depending on the task. Innovativeness: high — integrates creativity and system thinking. Online implementation: possible (collaboration platforms, digital boards). Templates: CPS stage diagrams, idea and evaluation tables.

3. DO IT (Robert Olson, 1970s–1980s). A problem-solving method using four stages: Define, Open, Identify, Transform.
Principle of operation: a short cycle oriented toward rapid transition from idea to implementation. Purpose: accelerating problem solving, stimulating creativity, and ensuring practical realization. Area of application: business, design, education, innovation. Type of thinking: divergent and convergent. Structure: medium — fixed stages with flexible execution. Interaction: individual or group. Duration: 30–120 min. Innovativeness: high — rapid transition from idea to action. Online implementation: possible (digital mind maps, whiteboards). Templates: DO IT diagrams, idea-action tables.

4. Simplex (Min Basadur, 1970s–1980s). A comprehensive problem-solving method moving through eight stages: problem finding, context analysis, task definition, idea generation, option evaluation, planning, stakeholder involvement, and implementation.
Principle of operation: alternating divergent and convergent phases with systematic team engagement. Purpose: integrating creative thinking with process management to generate viable solutions. Area of application: business, project management, innovation, education. Type of thinking: divergent and convergent. Structure: high — strict sequence of stages. Interaction: group with stakeholder participation. Duration: 90–240 min or more depending on project scale. Innovativeness: very high — combines idea generation with implementation. Online implementation: possible (digital project management platforms, collaborative boards). Templates: Simplex stage diagrams, idea evaluation tables, planning maps.

2.2. Contemporary Integrative Creativity Methods
Innovative, flexible, interdisciplinary methods focused on human-centered, team-oriented, and context-driven approaches
1. Universal Traveler System (Don Koberg, Jim Bagnall, 1970s). A structured problem-solving method moving through seven stages: acceptance, analysis, definition, ideation, selection, implementation, and evaluation.
Principle of operation: sequential passage through all phases, ensuring both idea generation and realization with critical analysis. Purpose: integrating creative and systematic thinking for viable solutions. Area of application: business, education, innovation, design. Type of thinking: divergent and convergent. Structure: high — fixed sequence of stages. Interaction: individual or group. Duration: 90–180 min or more depending on task complexity. Innovativeness: high. Online implementation: possible (digital boards, collaborative platforms). Templates: stage diagrams, action checklists, evaluation matrices.

2. Lean Problem Solving (Taiichi Ohno, 1950s–1960s). A systematic method for identifying and eliminating problems through five stages: problem definition, root cause analysis, solution development, implementation, and result monitoring.
Principle of operation: minimizing waste and continuous process improvement. Purpose: increasing efficiency, eliminating unnecessary actions, implementing rational solutions. Area of application: manufacturing, management, business processes. Type of thinking: analytical and systemic. Structure: high — fixed sequential steps. Interaction: individual or group. Duration: 60–180 min depending on problem scale. Innovativeness: medium — emphasizes efficiency and systematization. Online implementation: possible (digital diagrams, Lean platforms). Templates: cause analysis charts, checklists, process maps.

3. Seven-Stage Design Process (Herbert Simon, 1969). A structured problem-solving method through seven phases: goal definition, information gathering, generation of alternatives, option analysis, solution selection, implementation, and evaluation.
Principle of operation: sequential progression from goal setting to implementation and effectiveness check. Purpose: systematic design, solution optimization, integration of analysis and creativity. Area of application: design, engineering, management, business. Type of thinking: analytical and divergent. Structure: high — fixed stages. Interaction: individual or group. Duration: 90–240 min or more. Innovativeness: high — integrates system thinking and creativity. Online implementation: possible (digital platforms, collaborative boards). Templates: stage diagrams, option tables, decision maps.

4. Design Thinking (Tim Brown, Rolf Fast, Stanford d.school, 1990s–2000s). A problem-solving method through five phases: empathy, definition, ideation, prototyping, testing. Principle of operation: human-centered thinking with rapid prototyping and feedback. Purpose: generating innovative solutions, improving user satisfaction, creative design. Area of application: design, business, startups, education. Type of thinking: divergent, empathic, visual. Structure: medium — fixed stages with flexible execution. Interaction: group, interdisciplinary. Duration: 1–5 days or more. Innovativeness: very high. Online implementation: possible (digital prototyping, collaborative platforms). Templates: empathy maps, idea boards, prototype templates.

5. AIGA Head–Heart–Hand Model (AIGA, 2000s). A problem-solving method structured around three elements: head (analysis), heart (empathy), and hand (implementation). Principle of operation: integrating rational, emotional, and practical approaches. Purpose: creating human-centered solutions that balance analysis and execution. Area of application: design, education, business, innovation. Type of thinking: analytical, empathic, practical. Structure: medium — three flexible stages. Interaction: individual or group. Duration: 60–180 min. Innovativeness: high. Online implementation: possible (digital templates, collaborative boards). Templates: Head–Heart–Hand diagrams, checklists.

6. Double Diamond Model (British Design Council, 2005). A design method structured through four phases: discover, define, develop, deliver.
Principle of operation: alternating divergent and convergent phases for idea generation and selection. Purpose: systematic design of innovative solutions and process management. Area of application: design, business, innovation, startups. Type of thinking: divergent and convergent. Structure: high — fixed four stages. Interaction: group, interdisciplinary. Duration: 1–7 days depending on task. Innovativeness: very high. Online implementation: possible (digital maps, collaboration platforms). Templates: stage diagrams, idea boards, prototyping tables.

7. IDEO 3I Method (IDEO, 2001). A problem-solving method structured through three stages: Inspiration, Ideation, Implementation.
Principle of operation: step-by-step integration of idea generation, prototyping, and validation. Purpose: rapid creation, testing, and implementation of innovations. Area of application: design, startups, business, creative industries. Type of thinking: divergent, convergent, empathic. Structure: medium — three flexible stages. Interaction: group, interdisciplinary. Duration: 1–5 days. Innovativeness: very high. Online implementation: possible (digital prototyping, collaborative boards). Templates: idea maps, prototyping boards, validation tables.

8. Gamification (Nick Pelling, 2002). A problem-solving and design method using gamified stages: goal setting, audience analysis, mechanic design, scenario development, testing, implementation, and monitoring.
Principle of operation: applying game mechanics to motivate, engage, and stimulate idea generation. Purpose: increasing engagement, effectiveness, and creativity of processes. Area of application: learning, business, marketing, HR, design. Type of thinking: creative, systemic, analytical. Structure: high — fixed stages. Interaction: individual and group. Duration: 1–7 days or more. Innovativeness: high. Online implementation: possible (game platforms, simulations). Templates: mechanic maps, game scenarios, audience analysis tables.

9. Agile Creativity Framework (Henrik Kniberg, IDEO, David Kelley, 2014–2016). A creativity method through four stages: Adaptive Mindset, Exploration, Execution, Feedback Loop.
Principle of operation: iterative alternation of research, experimentation, and feedback for optimized creative outcomes. Purpose: accelerating creative processes, adapting to changing conditions, and integrating experimentation with implementation. Area of application: innovation, design, startups, agile projects. Type of thinking: divergent, convergent, adaptive. Structure: medium — fixed stages with iterative flexibility. Interaction: group, interdisciplinary. Duration: several days to weeks, depending on the project. Innovativeness: very high. Online implementation: possible (digital boards, agile platforms). Templates: stage boards, experiment maps, feedback tables.